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PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

Taschenbuch. Condizione: Neu. Neuware - 'Why was I sold out at 10:47, at that price ' The firm took four days and five systems to answer - approximately. Then it settled. That letter opens this book, and answering it in under a minute, to the tick, is what the book builds. On the way it names the seven design errors sitting on almost every margin desk - an advance-rate table nobody owns, a call ladder with no liquidity term, concentration measured per client but never per firm, a risk grade that enters no formula, one rate for every collateral book, ratios computed on yesterday's close, and a close-out order improvised under stress. None is a technology failure. Each is a business decision that was never put to anyone who could take it. The repair is a limit that is the minimum of five independently computed ceilings: lending value, client capacity, concentration - per stock, per sector and across the whole firm - firm limits, and the liquidity horizon. A worked account runs through all five: a portfolio worth $1,560,000 on paper supports a $594,000 loan by value - and only $494,000 by exit, because one holding needs six days to sell. That $100,000 gap between paper value and exit value is where margin books die, and the fifth ceiling is the only one that sees it. Inside: - Five capability layers, from routing to close-out, each passing one test: switch off every model and the layer still works;- A call ladder whose triggers rise and whose grace shrinks as a portfolio's exit time lengthens - and a committed close-out that sold 4,600 liquid shares where the improvised desk sold 150,000 illiquid ones;- Seven playbooks and a case map with proved reductions: 27,648 combinations to 51 cells to a 335-case acceptance suite that Book Two must pass;- Findings you cannot see without the sweep - including why the per-stock concentration cap mathematically cannot protect you on illiquid collateral, and why at institutional size every name is a small name;- Governance for a machine that decides intraday, personal data by design, decisions that replay to the cent - and information barriers built into the data model, assistant included;- The full engine in an appendix: six small files, 72 columns, offline, with tests reproducing every number in the book. The honest position, stated on page one. Every parameter is marked illustrative. A signature page names what your head of margin risk, your trading desk and your board must review before any figure is used - and the appendix ends with that table, waiting for initials. The method transfers as it stands; the numbers are yours to set. For chief executives, heads of risk, architects and regulators of securities firms - and for anyone who wants to see what 'AI-native' means when the output is a forced sale of a client's property and 'usually right' is not good enough.…

Taschenbuch. Condizione: Neu. Neuware - Read a case for the decision, not the outcome. The outcome belongs to one company; the decision is yours. The AI-Native Casebook teaches by deciding. Thirty forks that the people of Cedar Bank, Oakridge Manufacturing and Harbor Securities stood at - the board paper with a Step 4 title on a Step 1 plan; two units that wanted to go native the same year; a vendor offering forced sales at level 4; an agent that passed its acceptance test and would have shipped four discontinued parts; a never-list workshop that signed nine of thirty-one; cohort two at nineteen per cent; a desk that wanted a rule changed as a setting; an injected invoice; a buyer who asked whether her job still existed; a unit that should stay exactly where it is. Each case gives the situation, the fork and what each branch would cost, what happened in the series' own numbers, and the lesson with a pointer to the book and chapter that explains it. Part A is the leader's forks, Part B the manager's and engineer's, Part C what appears after go-live. A closing chapter indexes all thirty cases to the seven ideas of the series. After this book you will be able to: - Recognise the fork in a real AI decision - and what each branch costs - before taking it- Name the step a proposal is really on and refuse the big question until it has evidence- Choose which unit goes native, who owns it, and what must be bounded first- Set autonomy by consequence, take a baseline before the vendor, put safety in the core- Read the numbers after go-live - exception rate, override rate, audit line - and act on the right one- Trace any decision to the idea it turns on and the chapter that explains it30 cases in three parts, 18 figures, a four-question self-test per case with answer keys. Book 6 of the Thinking in AI series; can be read on its own or as an index to the other five. In this series: 1 The Foundations - 2 Thinking in AI for Leaders - 3 Thinking in AI for Managers - 4 Thinking in AI at Work - 5 Thinking in Agents and AI-Native Systems - 6 The AI-Native Casebook.…

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware - Three Mondays, and none of them is an algorithm problem.On the first, an executive committee is shown three figures for the same month's revenue - all three computed correctly. On the second, a forecasting model that nobody acted on, because the person it was built for had no way to see it when they ordered and no way to disagree that anyone recorded. On the third, software placing an order using a definition of stock cover that had changed eleven days earlier. The change was announced in a meeting. The software was not at the meeting.Book 1 of From Data to Decision sets out the argument and the architecture that make all three impossible.Part I - Know. Why the value of data is realised in decisions; the four tiers a fact crosses on its way to an action; what 'AI-native' actually means; eight design principles a board should approve, each with the price of keeping it and the larger price of breaking it; the autonomy ladder from L0 to L4; a self-assessment; and a roadmap whose phases end on numbers rather than on dates.Part II - Understand. Eleven views of the same system: the principles as enforceable constraints, the five seams where quality is decided, each tier's obligations, the role, technology, data, consumption and integration views, the cross-cutting layers, governance and operations, a sixteen-group capability map, and a worked target architecture.Every chapter closes with a five-step 'Putting it to work' - concrete actions with owners and timeboxes, starting with the week-one exercise that produces the four numbers every later claim is measured against.An executive can read Part I in an evening. An architect needs both.…

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.

Taschenbuch. Condizione: Neu. Neuware.